COGTA ANNUAL REPORT 2020

Batho Pele arrangements with beneficiaries (Consultation access etc.) Current/actual arrangements Desired arrangements

Actual achievements

1. Quarterly Engagement with traditional council on current challenges and possible resolutions or action plans. Door to Door Campaigns in 60% of wards covered

2. Quarterly Engagement with traditional council on current challenges and possible resolutions or action plans Door to Door Campaigns in 80% of wards covered

3. Traditional Leaders were assisted to participate in the IDP process and also in Council meetings.

Door to Door Campaigns were conducted in 80% of wards as some of the wards do not have CDWs

Service delivery information tool

Current/actual information tools

Desired information tools

Actual achievements

Department brochures with contact details and services the Department offers.

Updated department brochures with contact details and services the Department offers.

The departmental brochure was updated and circulated to households and also to members of the community during information sessions. Group, face to-face and telephonic coaching sessions were conducted from May to November 2019.

Public Participation Fora to share progress on the ABCD and CBM programmes.

Public Participation Fora to share progress on the ABCD and CBM programmes.

Complaints mechanism

Current/actual complaints mechanism

Desired complaints mechanism

Actual achievements

Departmental brochures with contact details for households.

Departmental brochures with contact details for households.

The updated departmental brochure contains departmental information, which includes the relevant officials to be contacted should a need arise.

2.3 Organisational environment The performance year coincided with the incoming 6th administration; the importance of this point is that with the shift towards the 6th administration the path behind and ahead had to be re-evaluated specifically to ensure strengthening of government interventions. Consequently, the Department was challenged to review its strategy andmost importantly its operational model. The review above necessitated for the Department to urgently embark on an organisational structure review process, which is meant to ensure that the structure is in alignment and in support of the reviewed strategy and operating model. During this reporting period, led by human resources management, the Department was locked within intense consultations and engagements, assessing whether the current structure and the envisaged structure were sufficient. In the midst of this exercise the Premier Horn David Makhura also announced the migration of Urban

Planning and Land Use Management functions to the Department, which meant more organisational development processes to be embarked upon. The support functions have been challenged to reposition themselves to proactively support the new operating model. This means a change of approach for support units. The new approach had to be embedded on proactive intervention, flexible and required reviewed policies and procedure, re-skilling and capacitation of the support employees. The new approach also exposed capacity constraints within support services and the Department. The Department is still confronted with accommodation challenges in that it does not have its own building and staff are scattered and accommodated in separate buildings as a result of the Bank of Lisbon Fire outbreak. It was only during the 4th Quarter of the performance year that a building was identified which could accommodate some staff members of the Department. As at the

G A U T E N G P R O V I N C I A L G O V E R N M E N T I C O- O P E R A T I V E G O V E R N A N C E A N D T R A D I T I O N A L A F F A I R S ANNUAL REPORT 2019/20 25